PROJECT MANAGEMENT METHODOLOGIES

Project Management Methodologies

Abstract

The project management is an important discipline that takes into account different steps taken by the mangers in completing their everyday projects. The project management explains different perspectives of the management that enhance the efficiency of the managers and makes them more effective at their work. Project management methodologies of most organisations are fairly standard with most using a common project-management language and framework across the organisation, often adapted from external standards like those of the PMI. However, project life cycles and management structures are different in every organisation and therefore one project management methodology does not fit all. Selecting a standard methodology that does not fit within the framework of the organisation will not achieve its promised benefits. A tailored version of a standard methodology will provide an organisation with the flexibility to adapt the methodology to their own specific requirements. Both PRINCE2 and the PMBok are flexible in their design and can be customised to suit the needs of any organisation with many organisations selecting, adapting and implementing only processes from the PMBoK methodology that suit their needs.

Table of Contents

Abstractii

Chapter 1: Introduction1

Background of the study1

Problem Statement3

Purpose of the study5

Aims & Objectives5

Rationale of the study6

Significance of the study7

Chapter 2: Literature Review9

Chapter 3: Methodology31

Research Method31

Literature Search31

Chapter 4: Discussion33

Chapter 5: Conclusion40

References47

Chapter 1: Introduction

Background of the study

The first efforts to define a project management methodology were based on CP networks applied to unique technical tasks such as the construction of bridges, tunnels, buildings, etc. during the 1950s. (Blackburn, 2008, p. 199-204) The principles of network techniques were further developed, and management practices and standards were added during the next few decades to provide an organizational environment to improve the execution of projects. The Apollo program in the 1960s and 70s was perhaps the first to define and standardize the organizational configuration and leadership side of managing projects. (Cleland, 2009, p. 121-128) Since its introduction, CP has not been significantly modified. The need for a new approach to project management is motivated by the fact that CP frequently fails and that even expensive software is not able to improve the situation.

To date, most project management theory and practice has focused on single projects in which it has been assumed that the main goal of responsible management is to implement each project within given budget, time, and scope constraints. This single-project focus has been criticized by several authors because projects are now more pervasive within organizations and the problem of simultaneously managing multiple projects is a major concern. Another weakness of current project management theory and practice is in the area of resource management. This is true despite the fact that the issues of resource leveling and resource conflicts are dealt with every day by managers and have been extensively researched(Dutta, Wassenhove & Kulandaiswamy, 2008, p. 77-86). A key challenge for project managers is to cope with the complexity of resource management, especially in multiproject environments where contention for scarce resources can also be a major political ...